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Introduction

This programme demonstrates how managers and HOD’s can use this revolutionary tool to mobilize their people to fulfil the company’s vision and mission. The Balanced Scorecard is more than just a measurement system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long term strategic goals.

By the end of this course, managers will be able to develop organizational KPI, cascade the relevant KPIs, prepare action plan and communicate KPI to their subordinates

 

Learning Objective

  • Have an overview of the Balanced Score Card Perspectives, Concept and application of Balanced Scorecard
  • Translate strategic directions to key action items
  • Install a systematic strategic planning process in their organisation through the Balanced Score Card
  • Know how to write and use KPI to achieve objectives set
  • Implement and evaluate the effectiveness of  KPI
  • Ensure accountabilities in executing KPIs
  • Communicate key action items and obtain buy in from team members.

 

Target Audience

Anyone who will be developing the KPI for organization or department.

 

Program Duration

2 Days

 

 Program Content (9.00am -5.00pm)

 Module 1: Managing Performance Using BSC

  • The Balanced Scorecard as a management system
  • Clarify and translate vision and strategy
  • Communicate and link strategic objectives and measures
  • Plan, set targets, and align strategic initiatives

 Module 2: Why BSC as KPI Baseline

  • Financial measurement
  • Linking multiple scorecard measures to a single strategy
  • Organizational unit for a balanced scorecard
  • Strategic positioning or core competencies/capabilities-driven

Module 3: Measuring Business KPIs

  • Financial Perspective
  • Customer Perspective
  • Internal Business Process Perspective
  • Learning and Growth Perspective
  • Linking Balanced Scorecard Measures to Your Strategy
  • Translating strategic directions to key action items

 Module 4: Introduction to KPIs

  • The need and purpose for Key Performance Indicators
  • Managing performance and the benefit of involvement and commitment
  • Share responsibility for business results
  • Emphasis is on result (what), skill and behaviour (how)
  • Link to Balanced Scorecard and Strategic Management Process

 Module 5: Determining Key Results Areas

  • New approach to selecting objectives
  • Guidelines for determining Key Results Area
  • Examples of Key Results Areas
  • Determining your Key Results Area
  • Using quality management tools to determine your Key Results Areas

 Module 6: Determining KPIs

  • Why is establishing Performance Measurements so important
  • What are the guidelines for identifying Key Performance Indicators?
  • The Planning Phase – The Key Performance Indicator Planning Cycle
  • Developing Key Performances Indicators for the organization and departments
  • Presentation on KPI

 Module 7: Strategic vs Operational Objectives

  • What are the Operational objectives?
  • How many objectives should your organization have?
  • Recommended process for selecting objectives
  • Ensuring accountability – how to track and document performance?
  • Performances review
  • Reward and recognition

 Module 8:Monitor Performance

  • Monitor and Feedback Mechanism in KPIs

 

Training Approach

  • Presentation
  • Skills Practice
  • Group Discussion

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Introduction

Workforce planning is a continual process used to align the needs and priorities of the organization with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives.

Workforce planning is one the most important HR processes and is necessarily linked to every other function in HR management. Yet, in spite of its importance, it is often implemented haphazardly due to organizational and market complexities. In addition to surveying the drivers for workforce planning and its key performance indicators, the course presents and elaborates on an operational model for forecasting demand and supply of employees and demonstrates how resulting gaps can be bridged with a variety of controllable staffing initiatives. Moreover, participants will have the opportunity to learn and apply the forecasting techniques that are normally used in workforce planning.

 

Learning Objective

  • Define workforce planning within the context of Human Resources (HR) management;
  • Explain how HR planning is related to the overall strategic plan of the organization;
  • Apply forecasting tools to the demand and supply for different types of human resources, both in terms of quantity and quality;
  • Recognize the relationship of HR planning to the staffing process; and
  • Formulate staffing strategies to fill in a labor gaps whether shortages or surpluses.

 

Target Audience

HR Executives and Above

 

Program Duration

2 Days

 

Program Content (9.00am -5.00pm)

Training Assessment

Pre and Post training assessment will be conducted to ensure transfer of learning to participants.

 Post Training Support

Half day clinic after 30 days on completion of project paper (Separate Program Fees)

Introduction to Human Resource Management

  • Introduction to Human Resource Management
  • Key areas in Human Resource Management
  • Current Issues and Challenges in Human Resource Management

Workforce Planning – Roles and Responsibilities

  • Roles and Responsibilities in Workforce Planning
  • Importance of Management Support in Workforce Planning
  • Internal vs External Labor Challenges

Workforce Planning Model

  • Top Down Approach
  • Bottom-Up Approach
  • Hybrid Approach

Workforce Planning Cycle

Workforce Analysis

  • Strategic vs Operational Manpower Review
  • Current Issues and Challenges in Workforce Analysis
  • Alignment of Workforce Planning towards Business Strategies

Forecast Needs

  • Historical Analysis
  • Forecasting Technique
  • Right Number with the Right Skills at the Right Time

Analyse Gaps

  • Understand the Challenges in Talent Attraction and Retention
  • Square Pegs in Round Hole
  • Rightsizing vs Downsizing Approach

Develop Strategies

  • Understanding Internal and External Labour Demand and Supply
  • Matching Strategies with Business Direction
  • Short Term Strategies vs Long Term Strategies

Implement Strategies

  • Implement the appropriate Strategies
  • Getting support in implementing Workforce Strategies
  • Roles and Responsibilities in Implementing Strategies

Monitor and Evaluate

  • Monitoring Key Indicators
  • Evaluate Key Deliverables
  • Periodic Reporting
  • Alignment of Strategies

Putting It All Together

  • Preparing the Overall Workforce Planning for Management Approval
  • Convincing the Management on Workforce Requirements
  • Workforce Review where necessary

 

Training Approach

A combination of various learning methodology including lecture, group discussion, case study, group presentation and project discussion.

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Introduction

It is quite common for a subject matter expert (either technical or non-technical) will be asked to conduct or facilitate a training or a knowledge sharing session. However, without the essential skills and techniques to engage and motivate learners, many of the subject matter expert were facing challenges in development and delivery of their module.

This 2 days course is designed for individual who wish to be a great trainers. Participants gain the essential skills and techniques to design, develop and deliver their training modules. They will also learn the skills and technique to engage and motivate learners during their training.

 

Learning Objective

  • Explain adult learning principles and their application
  • Describe how to best accommodate each primary learning style
  • Explain and implement the ADDIE training cycle
  • Demonstrate fundamental facilitation skills
  • Demonstrate fundamental presentation skills
  • Lead effective training sessions

 

Target Audience

Anyone who will be developing and delivering training program in the organization.

 

 Program Duration

2 Days

 

Program Content (9.00am -5.00pm)

Participant’s preparation before workshop

Participant will need to prepare a short training session (7-10 minutes) before attending this class.

Note: 1st Training Deliveries will be on Day 1. Participants will have opportunity to refine their training module for their 2nd Training Deliveries on Day 2.

 

Module 1: Adult Learning

  • Adult Learning Principle & Learning Style

Module 2: Training Cycle – ADDIE Model

Module 3. 1st Individual Training Delivery (7-10 minutes each person)

Module 4: Preparation for Training Deliveries

  • Preparation Pitfalls

Module 5: Implement the Design

  • Presentation vs Facilitation
  • Dealing with Nervousness
  • Making a smooth transition

Module 6: Facilitator Roles and Responsibilities

  • Facilitator toolbox
  • Facilitating a Session

Module 7: Dealing with Difficult Participants

  • Managing Disruption

Module 8: Final Individual Training Delivery (7-10 minutes each)

Module 9: Evaluate Performance

  • Training Evaluation Process

 

Training Approach

  • Presentation
  • Skills Practice
  • Group Discussion

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Introduction

Training Needs Analysis (TNA) is the process of identifying the gap between employee training and needs of training. Training needs analysis is the first stage in the training process and involves a procedure to determine whether training will indeed address the problem which has been identified. Training can be described as “the acquisition of skills, concepts or attitudes that result in improved performance within the job environment”. Training needs analysis looks at each aspect of an operational domain so that the initial skills, concepts and attitudes of the human elements of a system can be effectively identified and appropriate training can be specified.

By the end of this course, participants will be able to identify, and analyse training needs and make decisions required for skills development at the organizational, divisional and individual levels.

 

Learning Objective

  • Discuss the value of TNA to the individual, division and organization
  • Identify the requirements of the client group
  • Apply the strategies for determining training needs
    • Make decisions in accordance with TNA information – is it Training or Non Training Solutions
  • Link training needs to the design and development of training courses and program

 

Target Audience

Anyone who will be conducting TNA in the organization.

  

Program Duration

2 Days

 

Program Content (9.00am -5.00pm)

Module 1: The Training Needs Matrix

  • Aligning TNA to Organization Business Strategy
  • Assessment of Present and Future Competency Requirement
  • Analyzing Gap : Individual & Competency

Module 2: Planning & Organization

  • Identify the scope of the TNA project
  • Set milestones, priorities and success criteria
  • Set up a project plan with timelines for the whole process

Module 3: Data Gathering Methods and Tools

  • Observation – Observation Checklist
  • Interviews – Interview Schedules
  • Surveys – Questionnaires
  • Focus Group Discussion
  • Document Review

Module 4: Develop High Level Solution

  • Develop a think tank from your training team and/or other managers and develop some solutions
  • What can be done in-house? From external suppliers?
  • Highlight resources and budget required
  • Develop constraints – Measure needs against business requirements
  • What will the “pay off” be of attaining these needs?
  • Business benefits both in tangible and intangible terms

Module 5: Final Report : Presentation and Approval

  • Communicating TNA Findings to Various Stakeholders
  • TNA Report Writing
  • Presentation of TNA Reports Critical Assumptions

Module 6: Evaluate Performance

  • Training Evaluation Process

 

Optional – Day 3 (30 days after TNA Workshop)

  • Review Training Needs Analysis (TNA) progress
  • Prioritizing Learning Needs
  • Identification of Methods of meeting learning needs
  • Development of Training Calendar

 

Training Approach

  • Presentation
  • Skills Practice
  • Group Discussion

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